Working in Groups Chapter 3

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Working in Groups

Chapter 3: Group Membership

Group Membership Followership- What types of competences

characterize highly effective

group members?

Member Needs- How do groups satisfy

members needs?

Member Roles- Which group roles enhance or

obstruct group effectiveness?

Members Confidence- How communication

apprehension affect group

competence and confidence?

Members Assertiveness

- How does assertiveness achieve a

balance between positivity and

aggressiveness?


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Followership In some countries loyal hard

working followers are admired.

Full participation of followers is theengine that makes groups workeffectively.

When one joins a group theircompetence determines whether

their group will achieve theircommon goals and the Leadership Followership dialectic.

A new group member may beengaged or disengaged.

They may be

enthusiastic/committed or lackenthusiasm and not participate.

Highly energized members areactive and energized by the groupscommon goal and quality ofinteraction.

Members Needs

People join groups to satisfypersonal needs. For exampleparticipating in neighborhood watchactivity, to satisfy belonging needs,college students join clubs to makenew friends, job applicants maydecline a job offer because ofseemingly unpleasant teammembers.

A retiree may join as a teachers aideto feel productive and appreciated.

Volunteers express their reasons anddo not have hidden agendas.

Maslow Hierarchy of Needs andSchultzs theory of interpersonalbehaviour have made significantcontributions to understanding whywe join, stay in, and leave groups.


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Abraham H. Maslow's Hierarchy of Needs

Maslow arranged fiveneeds in a hierarchy

Satisfaction-progression process

People whoexperience self-actualization desiremore rather than less

of this need

Not much support forMaslows theory

Maslows Hierarchy of

Needs

Satisfying Group Needs Example: Hurricane Katrina

1. Physiological Needs:

Water, food, shelter

Hunting clan members need

cooperation to survive

Farming families rely on

members to survive

Victims banded together to share

water, food and shelter

Group of neighbors saved

stranded families

2. Safety Needs

Security and protection

Police forces and fire departments

protect neignourhoods.

Unions protect workers from unfair

labor practices.

Neighbours joined forces to

protect homes and belongings.

Medical groups set up makeshift

clinics to care for victims

3. Belongingness Needs:

Respect and admiration

Teenage groups provide friendships

and a sense of belonging.

Families provide affection and social

support

Volunteer groups organized to find

and reunite family members.

Relief-workers provided

counselling to victims.

4. Esteem Needs

Respect and admiration

Joining an exclusive club may be earn

a person admiration

Leading a group may enhance

members status

Unlikely heroes emerged to help

victims.

Volunteer groups were publicly

recognized for their rescue and

rebuilding efforts

5. Self-Actualization Needs:

Fulfilling your personal

potential

People find personal rewards in

helping others

Intellectual and creative needs

become important.

Boat owners from distant towns

and states rallied to aid flood

victims.

Volunteers took leave from families

and jobs to search for and aid victims.

YouTube - Hurricane Katrina - YOU MUST WATCH THIS_3.flv


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Schultzs Theory of Interpersonal Needs

People join groups to satisfy interpersonal needs

Interpersonal needs are based on self image

Three basic human needs are Inclusion,

control and affection


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Inclusion

Refers to feelings of importance The need to matter so people will care

about me

Inclusion

Manifests itself in people wanting to be attended to

Wanting to attract attention

Wanting interaction with others

Being a distinct person - having a particular identity

Happens early in the group formation process

A person seeking inclusion wants to be one of the participants in a group


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Psychological Aspects-Inclusion

People with low inclusion needs tend to be introvertedand withdrawn

No one is interested in me, because I am worthless,and Im not going to risk being ignored, so I will stayaway.

Control

Refers to feelings of competence.

Being seen as able to cope with the world


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Control

If inclusion is about belonging, then control is about

winning One seeking inclusion wants to be part of the argument, win

or lose

One seeing control wants to win, even if hes not acceptedby the group

Control

Deals in areas of power,

influence and authority

Manifests itself along a

continuum from

Desire for control over

others - and over ones

future

Desire to be controlled -

have responsibility lifted


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Extremes of control needs

The person who will not take responsibility for anything.

The tyrant

Affection

Refers to the feeling of being lovable

Definition in your text is simplistic

If you see the real me, you are going to like what you see


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Inclusion Needs

I need to feel accepted by the group

I feel accepted by the group

Social Member I dont feel accepted or involved

I wont participate much I try to gain the

in group discussions. groups attentionUNDERSOCIAL MEMBER OVERSOCIAL MEMBER

Control Needs

I need to feel influential and important

Othersrespect me I dont have influence in the group.

Democratic Member

I just do what Im told. I try to dominate the group

Abdicrat Autocrat

Affection Needs

I need to feel others like me

I feel that others like me

Im not sure that others like me.

Personal Member

I avoid friendship with other members. I confide in and try to be very close with everyone

Underpersonal Member Overpersonal Member

Conclusions

Inclusion is aboutprominence, control is aboutwinning and affection isabout interpersonalrelationships

In inclusion phase peopleencounter each-other anddecide if they will continuethe association

In control the confront eachother and work out how theywill be related

In order to continue therelationship, affection ties

must form and people mustembrace each other to forma lasting bond, and also saygoodbye.

Control deals with powerwhile affection deals withemotional ties

Get down to business vsget to know each other.


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Member roles Exhibiting a unique set of behaviourpatterns that serve specific functionwithin the group.

Groups may rely on some membersfor enthusiasm and promote teamwork(energizer) and others forreconciling disagreements andreducing tensions(harmonizer).

People assume one or more rolesdepending on their skills,characteristics and attitudes.

The members of successful groups

know how to identify appropriateroles for themselves and how towork with the roles that othergroup members adopt.

Group Task Roles Initiative

Information Seekers

Coordinator/Chairperson

Information Giver

Opinion Seeker

Clarifier/Summarizer

Implementer/Completer

Evaluator-critic

Energizer

Procedure technician

Recorder/Secretary


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Group Maintenance Roles Encourager/

Supporter

Harmonizer

Compromiser

Tension

releaser

Gatekeeper

Observer-

interpreter

Teamworker/

Follower

Working in Groups

Chapter 3: Group Membership


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Self-Centered Roles

Aggressor Blocker

Dominator

RecognitionSeeker

Clown

Deserter

Confessor

Specialinterestpleader

Member Confidence

Confident groups are likely tosucceed

They cope with unexpectedevents, problematicbehaviour, and challengingassignments effectivelybecause members have cando attitude.

Fostering confidence helpsmembers and groups tocommit to ambitious goalsand believe in their ability tosucceed

Competence is linked toconfidence when membersstrong skills combine with adesire to contribute and anability to collaborate Theobservable outcome is anelevated sense of confidenceamong team members.


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Communication Apprehension

James McCroskey definescommunication apprehension asan individuals level of fear andanxiety associated with eitherreal or anticipatedcommunication with anotherperson or persons.

Includes fear of public speaking,conversations and group settings.

Different levels of communicationapprehension depending onseveral factors such as thepersonality of the speaker, thenature of listeners andcharacteristics of the occasion orsetting. Fr example, speaking at aweekly team meetings vsdefending a departments actionsat a company executivesmeeting.

Communication Apprehension

According to JamesMcCorsky andVirginia Richmond,communicationapprehension maybe the single mostimportant factor

predictingcommunicationbehaviour in smallgroup.

Highly apprehensivepeople often chooseseats that inhibitcommunication.


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Table 3.2 Communication Apprehension in Groups

Members with high apprehension

may

Memberswith low apprehension may

Avoid group participation

Talk less often

Agree with others rather than voice

disagreements

Smile and giggle inappropriately

Fidget

Use awkward phrases as fillers,

such as well, uh, you know

Have difficulty following adiscussion

Initiate discussions

Speak more often

Assert themselves and their beliefs

Become group leaders

Strategically choose when to speak

and when to remain silent

Appear more confident

Dominate a discussion or talk

compulsively.

Strategies for Reducing Communication Apprehension

Know that you are

not alone

Be well prepared

Learn

communication skills

Relax physically

Think positively

Visualise success


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Strategies for Helping Apprehensive Members

ProvideSupport andConstructiveFeedback

Encourage andIncludeAnxious

Members Stop Talking

Member Assertiveness Assertiveness is the: Speaking up

and acting in your best interestwithout denying the rights andinterests of others. and it has thepotential to enhance confidenceand effectiveness of a group and itsmembers.

Assertive communication can alsoraise your level of confidence and

reduce communicationapprehension

Assertiveness seeks balancebetween passivity and aggression

Assertive members have theconfidence to stand up forthemselves while interacting toachieve a group goal.


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Assertive Members Tend To:

Appear confident,honest, open andcooperative

Volunteer theirideas and opinions

Ask and answerquestions withoutfear of hostility

Stand up to theirbeliefs, even whenothers disagree

Express theirfeelings openly

Respect and defendthe rights andopinions of othergroup members.

Groups in Balance: Curb CompulsiveSpeakers

Compulsive speakerstend to dominate adiscussion, speak morefrequently than others,feel less inhibited andexperience lower levelsof communicationapprehension.

They often focus on

expressing their ownideas and fail to listen towhat others have to say

They are unaware thattheir behaviour is aproblem.

Set ground rules for compulsive speakers.

Lets limit our comments to one minute each

Interrupt: I appreciate your comments but I would like to hear

what other have to say on the matter.


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Balancing Passivity and Aggression

Group

Effectiveness

Member Assertiveness

Passive Assertive Aggressive


Passive members often lackconfidence, reluctant toexpress their opinions andfeelings, experience highlevels of communicationapprehension, fear criticismfrom others and do whatthey are told to do even

when they disagree ordislike the order.

Passive people rarelysatisfied with their groupexperiences because theyfeel powerless and put-upon


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Aggressive people putown self-interest at theexpense of others.

They are critical,insensitive, combativeand even abusive.

They get what they wantby taking over or by

bullying other membersinto submission


In some cases passivity and aggression combineto create a passive aggressive.

Often get their way by undermining othermembers behind their backs, by behavingcooperatively but rarely following through with

promised contributions and by appearing toagree while privately planning to oppose anaction.

Assertive members are trusted because they donot violate the rights and interests of others.

Working in Groups Chapter 3

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